innovation@ workTM

PROGRAM GUIDE Sch

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MIT

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Programs for Organizations (pg. 19)

Executive Certificates (pg. 3)

Management and Leadership

Strategy and Innovation

Technology, Operations, and Value Chain Management

Featured ProgramsCommunication and Persuasion in the Digital Age NEW (pg. 6)

Global Executive Academy (multi-language) NEW (pg. 7)

Maximizing Your Personal Productivity NEW (pg. 9)

Building Game-Changing Organizations: Aligning Purpose, Performance, and People NEW (pg. 11)

Platform Strategy: Building and Thriving in a Vibrant Ecosystem NEW (pg. 12)

what’s inside

executive.mit.eduJanuary 2014 - December 2014 |

The MIT Edge Since its founding, the MIT Sloan School of Management has

been a leader in providing managers with the progressive

tools they need to drive innovation. From option pricing theory

to system dynamics to collective intelligence, MIT Sloan’s

contributions continue to enhance management education

and improve its practice around the world. The MIT Sloan

interdisciplinary approach of integrating management

with science and technology directly influences our course

material. Each program offers groundbreaking insights

and practical lessons that can be applied immediately in an

organization. MIT’s highly interactive learning environment

encourages meaningful connections and networking

opportunities among participants that extend well beyond

the classroom.

MIT Sloan Executive Education

Find out what our professors, experts, and guest bloggers

have to say about MIT Sloan, as well as what’s happening in

the world around us. Visit http://executive.mit.edu/blog

The MIT Sloan

Thousands of people globally have registered for our

webinars. During these complimentary, live events

attendees are exposed to a variety of subjects from MIT

Sloan’s renowned faculty. For a recap of past webinars,

go to http://executive.mit.edu/webinars

Innovation drives everything we do at MIT. As a result, the

MIT Sloan School of Management is home to many “firsts”

in executive education. The world’s first university-based

executive education program, which later grew into the MIT

Sloan Fellows Program in Innovation and Global Leadership,

was created in 1931 under the sponsorship of Alfred P. Sloan.

In 1953, we began offering shorter executive courses so

that the larger business community could benefit from our

latest research and insights. Today, our executive programs

continue this tradition of innovation.

Designed for senior executives and high-potential managers

worldwide, our programs reflect MIT Sloan’s core mission—

to develop principled, innovative leaders and to generate

ideas that advance management practice. MIT is renowned

for introducing innovations in executive education, some

of which include IDEAS-Indonesia, a leadership program

that brings together leaders from the private, government,

and community sectors to address Indonesia’s complex

conservation, education, and business challenges, as well

as the new Global Executive Academy, a transformative

learning experience designed to fit the language and time

constraints of executives throughout the world. The MIT

Sloan Executive Education website is a first among leading

business schools to introduce program ratings and reviews.

The website utilizes a collective intelligence model for

gathering and sharing user-generated content to foster a

virtual community of business leaders.

MIT Sloan Executive Education

innovation@workTM

1

Keep up to date with MIT Sloan Executive Education. Please visit http://executive.mit.edu/newWhat’s New

MIT Sloan Executive Education has more convenient two-day

courses than other leading business schools. In addition, MIT

offers a variety of longer programs from which to choose.

Many classes are scheduled successively or “back-to-back,”

so that participants can take several programs in one visit. For

example, Maximizing Your Personal Productivity and Creating

High Velocity Organizations meet on consecutive days during

the summer. Participants often choose to take these courses

together, in one trip to MIT. All programs provide immediate

access to cutting-edge management thinking, enabling

participants to continue their business education without

disrupting their lives.

Multi-Registration Discounts are available for:

• Participants enrolling in two or more courses

on the same application form

• Teams of three or more from the same

organization attending a program together

For complete details, please visit:

http://executive.mit.edu/multireg

Short courses, long-term results

Find Your Program

Use our Program Finder

to search for courses that

fit your interests, schedule,

or certificate track.

Scan the QR code using

your smart phone or go to:

http://executive.mit.edu/

program-finder

MIT Sloan Executive Education

Take just one class or earn a certificateDesigned to meet the needs of senior executives and high-potential managers who are committed to

furthering their professional education without compromising busy schedules, MIT Sloan Executive

Education programs provide the information executives need to succeed through a wide range of open

enrollment and certificate options. Taught by senior MIT Sloan faculty, executive courses address

immediate business challenges using practical tools and frameworks, many of which have been

developed by the faculty themselves. They provide excellent networking opportunities and convenient,

flexible two-day and longer formats.

Open enrollment courses are offered in three concentrations or “tracks”: Management and Leadership;

Strategy and Innovation; and Technology, Operations, and Value Chain Management. These non-

degree programs can be taken individually or as part of an MIT Sloan Executive Certificate.

For more information, please visit:

http://executive.mit.edu/openenrollment

Open Enrollment Courses

PROGRAMS FOR INDIVIDUALS

2

3

An MIT Sloan Executive

Certificate is a formal

recognition of professional

development and a commitment

to continuous learning. Pursuing

an Executive Certificate at MIT

allows executives to further

their business knowledge and

skills on a convenient, flexible

schedule of their own design.

Certificates are offered in three

areas of concentration to help

structure education plans to

meet specific interests and

goals. MIT Sloan Executive

Education certificate tracks

focus professional development

on a set of competencies that

will allow participants to have an

immediate and lasting impact

on their organization’s future.

To qualify for each certificate,

participants must complete

three courses from a chosen

track, along with one other

course from any of the three

tracks, within a four-year period.

EXECUTIVE CERTIFICATESMIT Sloan

Select a Certificate That Is Right for You

MIT Sloan’s flexible format presents applicants with a number of ways to earn a certificate by taking

courses that meet their learning objectives. Once a certificate has been selected, applicants can

consider various approaches and choose the programs that are right for them.

Fast Track Option

Some certificates can be earned in just two weeks. Most certificates can be completed in as little as

six weeks. MIT Sloan offers several months throughout the year for executives to take a range of both

two-day and longer programs that are conveniently planned to support an intensive schedule, which

makes it possible to earn a certificate in just one or two trips to MIT.

Targeted to Specific Functions

MIT Sloan has a number of related courses that target specific challenges such as managing

complexity, running technical organizations, or improving functional expertise in marketing, finance,

or leadership, just to name a few.

For more information on Executive Certificates, please visit: http://executive.mit.edu/planningyourcertificate

The three certificate tracks are:

the three tracks are:

These are just three of the many different “fast track” course combinations available in one short visit, but a certificate can be earned in up to a four-year period.

Visit http://executive.mit.edu/certsamples for a complete list of course combinations.

sample 2014 executive certificate track schedules:

Participants who earn an executive certificate will also benefit from:

• Invitations to special events and networking opportunities

• A profile in the Executive Certificate online community

• Updates on faculty research, new programs, and School initiatives

• Membership in the MIT Sloan Executive Certificate Network Group on LinkedIn

• A 20% discount on additional courses

Strategy and Innovation

............................................

Building Game-Changing Organizations: Aligning Purpose, Performance, and People (Oct 14–15)

Revitalizing Your Digital Business Model (Oct 16–17)

Communication and Persuasion in the Digital Age (Oct 21–22)

Developing and Managing a Successful Technology and Product Strategy (Oct 23–24)

Management and Leadership

............................................

Negotiation for Executives (Oct 28–29)

Creating High Velocity Organizations (Oct 30–31)

Managing Technical Professionals and Organizations (Nov 4–5)

Understanding and Solving Complex Business Problems (Nov 6–7)

Technology, Operations, and Value Chain Management

............................................

Developing a Leading Edge Operations Strategy (Nov 4–5)

Supply Chain Strategy and Management (Nov 6–7)

Managing Complex Technical Projects (Nov 11–12)

Strategic Marketing for the Technical Executive (Nov 13–14)

MIT Sloan Advanced Management Program (AMP)Formerly Advanced Certificate for Senior Executives (ACSE)

AMP is composed of an intensive five weeks that expose senior business leaders from

around the globe to MIT Sloan’s world-class faculty and their research. This program

combines custom components on corporate strategy, leadership, and innovation with open

enrollment sessions on macroeconomics, globalization, system dynamics, leadership, and

collective intelligence. As an added benefit for those with busy schedules, the AMP program

allows executives to earn the ACE during one visit to MIT.

Who should attend: seasoned executives who have significant leadership roles in their

companies either as general managers, leaders of functions or business lines, or who have

direct responsibility for profit/loss; senior executives with 15–20 years of work experience

across several different functional and business lines and significant international exposure;

fluency in written and spoken English; a graduate degree 4

Class of 2013

Participants who earn an ACE will also benefit from:

• Invitations to select MIT Sloan events

• Participation in the MIT Sloan network

• Inclusion in the MIT Sloan alumni directory

• Subscription to the MIT Sloan alumni enewsletter

• An MIT Sloan email-forwarding-for-life address

• A 20% discount on additional courses

2014

May 27–June 27

25 Program Days

$53,000 (including accommodations)

Cambridge, Massachusetts

Program Faculty: Deborah Ancona, Pierre Azoulay, Erik Brynjolfsson, Court Chilton, Joseph Coughlin, Jared Curhan, Steven Eppinger, Vivek Farias, Roberto Fernandez, Charles Fine, Kristin Forbes, Simon Johnson, Andrew Lippman, J. Bradley Morrison, Roberto Rigobon, Donald Rosenfield, Leon Sandler, David Simchi-Levi, Duncan Simester, Steve Spear, Tara Swart, Zeynep Ton, Catherine Tucker, Peter Weill, Ezra Zuckerman

Program Rating: | 4.5

program details

Advanced Certificate for Executives in Management, Innovation, and Technology (ACE)ACE is a unique type of Executive Certificate. In terms of innovative content, access to today’s thought leaders, and excellent

networking opportunities, it is comparable to a traditional advanced management program (AMP); but unlike an AMP, ACE is

not a single program with a single group of participants. ACE participants can choose the classes that best suit their interests

and busy schedules. Moreover, they can start earning an ACE as soon as they enroll in a program. Take 25 program days (which include at least

two courses from each track) within a four-year period.

For more information on ACE, please visit: http://executive.mit.edu/ace

This is an example of the many different course combinations available. This example includes all three tracks: Management and Leadership (5 programs); Strategy and Innovation (4 programs);

Technology, Operations, and Value Chain Management (3 programs)

sample 2014 ace schedule:

October (13 program days):

............................................

Building Game-Changing Organizations: Aligning Purpose, Performance, and People(Oct 14–15)

Revitalizing Your Digital Business Model (Oct 16–17)

Intelligent Organizations: Collaboration and the Future of Work (Oct 21–22)

Building, Leading, and Sustaining the Innovative Organization (Oct 23–24)

Understanding Global Markets: Macroeconomics for Executives (Oct 27–29)

Creating High Velocity Organizations (Oct 30–31)

November (12 program days):

............................................

Developing a Leading Edge Operations Strategy (Nov 4–5)

Understanding and Solving Complex Business Problems (Nov 6–7)

Fundamentals of Finance for the Technical Executive(Nov 11–12)

Essential IT for Non-IT Executives (Nov 13–14)

Transforming Your Leadership Strategy (Nov 18–19)

Implementing Improvement Strategies: Practical Tools and Methods (Nov 20–21)

Big Data: Making Complex Things Simpler A variety of management challenges such as employee productivity, creative output, and understanding

customer preferences become more simple once viewed through the lens of “big data.” This program

introduces participants to big data: what it is, how to get it, and how to use it to an organization’s

advantage. In addition, the course illustrates how data about behaviors and social networks can be

used to elevate a company’s level of performance. Big data—especially data about individual behavior

and how it is impacted by interaction with others—gives valuable insight into a variety of business

scenarios. As individuals gain control over pertinent data, they are more willing to share that data,

which, in turn, increases an organization’s levels of efficiency—something that appeals to both

regulators and watchdog groups.

Who should attend: CIOs; CTOs; chief marketing officers; customer relationship managers; business

intelligence professionals; government security professionals; entrepreneurs; web analysts; and

senior managers

Business Dynamics: MIT’s Approach to Diagnosing and Solving Complex Business ProblemsThis course provides an intensive, hands-on introduction to system dynamics, a unique framework for

understanding and managing complex businesses and organizations. The field of system dynamics and

the systems thinking and learning technologies that underlie this course were invented and developed

at MIT by the teaching faculty of this remarkable program. Participants are introduced to a variety of

tools, including mapping techniques, simulation models, and MIT’s “management flight simulators” to

help them understand the sources of persistent problems and how business decisions may result in

complicated cause-and-effect loops.

Who should attend: CEOs; CIOs; vice presidents of innovation, performance management, and

global network services; directors of forecasting, process management and engineering, strategic

and corporate planning, and enterprise risk management; managers of IT strategy and corporate

planning; planners; strategists; and consultants who work with management teams and have

decision-making responsibility

2014

April 1–2

July 9–10

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Erik Brynjolfsson

(Faculty Director), Tom Davenport,

Alex “Sandy” Pentland

Program Rating: | 4.3

2014

June 2–6

5 Program Days

$8,500

Cambridge, Massachusetts

Program Faculty: Nelson Repenning,

John Sterman (Faculty Director)

Program Rating: | 4.7

BIG DATA: MAKING COMPLEX THINGS SIMPLER • BUSINESS DYNAMICS: MIT’S APPROACH TO DIAGNOSING AND SOLVING COMPLEX BUSINESS PROBLEMS • CLEAN ENERGY VENTURES: CREATING INNOVATIVE NEW BUSINESSES THROUGH ENTREPRENEURIAL MAN-AGEMENT • CREATING HIGH VELOCITY ORGANIZATIONS • ENTREPRENEURSHIP DEVELOPMENT PROGRAM • ESSENTIAL LAW FOR EXECUTIVES: THE MIT ADVANTAGE FUNDAMENTALS OF FINANCE FOR THE TECHNICAL EXECUTIVE • INTELLIGENT ORGANIZATIONS: COLLABORATION AND THE FUTURE OF WORK • LEADING CHANGE IN COMPLEX ORGANIZATIONS • MANAGING TECHNICAL PROFESSION-ALS AND ORGANIZATIONS • MIT REGIONAL ENTREPRENEURSHIP ACCELERATION PROGRAM (REAP) • NEGOTIATION FOR EXECUTIVES • STRATEGIC MARKETING FOR THE TECHNICAL EXECUTIVE • TRANSFORMING YOUR LEADERSHIP STRATEGY • UNDERSTANDING AND SOLVING COMPLEX BUSINESS PROBLEMS • BIG DATA: MAKING COMPLEX THINGS SIMPLER • BUSINESS DYNAMICS: MIT’S APPROACH TO DIAGNOSING AND SOLVING COMPLEX BUSINESS PROBLEMS • CLEAN ENERGY VENTURES: CREATING INNOVATIVE NEW BUSINESSES THROUGH ENTREPRENEURIAL MANAGEMENT • CREATING HIGH VELOCITY ORGANIZATIONS • ENTREPRENEURSHIP DEVELOPMENT PROGRAM • ESSENTIAL LAW FOR EXECUTIVES: THE MIT ADVANTAGE FUNDAMENTALS OF FINANCE FOR THE TECHNICAL EXECUTIVE • INTELLIGENT ORGANIZATIONS: COLLABORATION AND THE FUTURE OF WORK • LEADING CHANGE IN COMPLEX ORGANIZATIONS • MAN-AGING TECHNICAL PROFESSIONALS AND ORGANIZATIONS • MIT REGIONAL ENTREPRENEURSHIP ACCELERATION PROGRAM (REAP) • NEGOTIATION FOR EXECUTIVES • STRATEGIC MARKETING FOR THE TECHNICAL EXECUTIVE • TRANSFORMING YOUR LEADERSHIP STRATEGY • UNDERSTANDING AND SOLVING COMPLEX BUSINESS PROBLEMS • BIG DATA: MAKING COMPLEX THINGS SIMPLER • BUSINESS DYNAMICS: MIT’S APPROACH TO DIAGNOSING AND SOLVING COMPLEX BUSINESS PROBLEMS • CLEAN ENERGY VENTURES: CREATING INNOVATIVE NEW BUSINESSES THROUGH ENTREPRENEURIAL MANAGEMENT • CREATING HIGH VELOCITY ORGANIZATIONS • ENTREPRENEURSHIP DEVELOPMENT PROGRAM • ESSENTIAL LAW FOR EXECUTIVES: THE MIT ADVANTAGE FUNDAMENTALS OF FI-NANCE FOR THE TECHNICAL EXECUTIVE • INTELLIGENT ORGANIZATIONS: COLLABORATION AND THE FUTURE OF WORK • LEADING

MANAGEMENT AND LEADERSHIP Programs in this track emphasize the importance of human capital—how to manage people effectively and develop skill

sets in organizations to make the implementation of any strategic innovations possible. These courses are ideal for

technical executives seeking to enhance their general management and leadership skills in order to become effective

leaders in a dynamic business world. The curriculum focuses on core business skills in marketing, finance, organizational

processes, change management, and systems thinking, and offers cutting-edge solutions to problems that executives

face in their workplace every day.

5

program details

program details

“This program has given me new tools, new ways of looking at the world, at projects, at systems, and even at the organization and the broader world at large.”

Derik Mantel Project Manager Faegre & Benson, LLP United States

Please Note: All program dates and faculty are subject to change. Prices exclude accommodations unless otherwise noted. Overall Program Ratings are accurate as of January 2014. Please visit http://executive.mit.edu for the most current information.

NEW Communication and Persuasion in the Digital Age Effective communication is an essential skill for leaders in any organization. The rapid proliferation of

digital media creates new challenges and opportunities for managers to communicate effectively with

diverse audiences in a variety of settings. This program is designed to help executives and managers

become successful communicators in any context—from public speeches, interpersonal meetings, and

group discussions to video conferencing, email, and social media. The program faculty draw on decades

of advanced communication research to help executives and managers solve problems, make quality

decisions, and motivate people.

Who should attend: typical participants’ areas of expertise include sales and marketing; planning

and development; operations management; strategic partnerships; supply-chain agreements; and

recruitment and human resources

Creating High Velocity Organizations This course aims to help participants think and behave like innovators when the traditional decision-

based leadership formula doesn’t apply. The program introduces the four fundamental principles by

which accelerated performance is achieved: smart work design, creative problem solving, continuous

knowledge sharing, and systemic nurturing of discovery skills. The program material and in-class

exercises demonstrate those principles in practice, and give participants an opportunity to test how

those principles can be translated and applied to their own work.

Who should attend: managers with responsibility for core products, services, or mission-critical

processes; subject matter experts on process excellence; senior corporate executives; entrepreneurs in

any industry, but especially in new and emerging fields, where there is little or no established knowledge

base required for successful decision-driven leadership. To get the highest impact of this program, we

recommend that participants attend in groups.

Entrepreneurship Development Program This unique course introduces participants to MIT’s entrepreneurial education programs, technology

transfer system, and global entrepreneurial network. It covers the entire venture creation process, from

generating ideas to building viable global businesses, with a special emphasis on the nurturing roles of

corporations, universities, governments, and foundations. It draws from the vast culture of innovation

and entrepreneurship at MIT.

Who should attend: CEOs; CTOs; vice presidents; managing directors; managers of business

development, research and development, and technology; successful and aspiring entrepreneurs/

intrapreneurs; corporate venturing officers; academics; and regional development officers

2014

June 19–20

October 21–22

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: JoAnne Yates (Faculty

Director), Edward Schiappa

Program Rating: New program;

rating not yet available.

6

program details

2014

March 13–14

July 17–18

October 30–31

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Roberto Fernandez

(Faculty Director), Steve Spear

Program Rating: | 4.4

program details

2014

January 26–3 1

2015

January 25–30

5 Program Days

$10,100 (2015)

Cambridge, Massachusetts

Program Faculty: William Aulet (Faculty

Director), Christian Catalini, Yael Hochberg,

Matt Marx, Fiona Murray, Antoinette Schoar,

Scott Stern, Catherine Tucker

Program Rating: | 4.9

program details

Essential Law for Executives: The MIT AdvantageAs executives take on greater responsibilities, they encounter an increasingly broad range of law-

sensitive problems and opportunities with big upsides, downsides, or both. The U.S. legal system is

business-friendly, but also extraordinarily harsh in the routine use of severe criminal sanctions for

violations of business regulations. This course is designed to give participants an understanding of the

law needed to exercise sound judgment and effective leadership when approaching a broad variety

of law-related issues, such as complex contracts and transactions, key legal concerns in the arena of

employment relations, and the risks of lawsuits and criminal sanctions. The program draws heavily on

technology-intensive industries, and materials are realistic, practical, and nearly jargon-free.

Who should attend: C-level executives; presidents; vice presidents of research and development,

marketing, supply chain management, engineering, manufacturing, human resources, and IS; and

corporate planners and strategists

Fundamentals of Finance for the Technical ExecutiveThis program focuses on basic financial principles for project evaluation, funding, and resource

allocation. It is designed to provide senior technical managers with the financial concepts, strategies,

and tools needed to deal more effectively with corporate finance and senior management. Participants

learn how to apply a financial perspective to day-to-day management practices. This hands-on course

transforms the business leader’s ability to apply the principles of finance to short-term and long-

range goals.

Who should attend: senior technical managers; CIOs; chief technologists; head scientists; research

and development and product development directors; engineering and manufacturing vice presidents;

corporate strategists; project managers; and systems information managers

NEW Global Executive Academy (multi-language)MIT Sloan’s Global Executive Academy is a one-of-a-kind, transformative learning experience

designed to fit the time and language constraints of seasoned executives from around the globe. A

new frontier in the world of executive education, this course brings MIT content to the non-English

speaking world by offering a multilingual educational experience on the MIT campus that draws on four

existing open enrollment programs: Building, Leading, and Sustaining the Innovative Organization; Managing Technical Professionals and Organizations; Strategic Marketing; and Creating High Velocity Organizations. There will be simultaneous translation of the programs into Arabic, English, Mandarin,

Portuguese, Russian, and Spanish. At the conclusion of the Academy each participant will earn an

Executive Certificate in Management and Leadership.

Who should attend: CIOs; chief technologists; corporate strategists and planners; senior executives

in research and development, engineering, and manufacturing; vice presidents of marketing, product

development, human resources, and business development; head scientists; and managers with

responsibility for process excellence

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2014

March 18–19

November 20–21

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: John Akula

(Faculty Director)

Program Rating: | 4.7

2014

June 24–25

November 11–12

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Nittai Bergman,

Paul Mende (Faculty Director),

Antoinette Schoar

Program Rating: | 4.2

program details

2014

September 2–11

8 Program Days

$14,900

Cambridge, Massachusetts

Program Faculty: Roberto Fernandez,

Ralph Katz, Jay Paap, Duncan Simester,

Steve Spear, Catherine Tucker,

Eric von Hippel

Program Rating: | 4.5

program details

program details

Faculty Spotlight John Akula discusses the law-sensitive

skills needed by managers, as well as the legal framework of

entrepreneurship, technology, innovation, and finance. He teaches

in Essential Law for Executives: The MIT Advantage.

Learn more at http://executive.mit.edu/akula

Intelligent Organizations: Collaboration and the Future of WorkThis intensive seminar is designed to help managers understand how to create a competitive advantage

by harnessing new organizational approaches made possible by the latest wide-ranging communications

technologies. It illustrates how people and computers can be connected in new, creative ways so that—

collectively—they act more intelligently than any person, group, or computer has ever done before.

Drawing on examples like Google, InnoCentive, eBay, and Wikipedia, participants learn to identify

opportunities for using crowd intelligence, loose hierarchies, and other innovative ways of organizing

work to apply to their own business environment.

Who should attend: CEOs, senior executives, and managers at all levels who are in a position to make

significant changes in the ways work is organized in their units; managers of IT, human resources,

strategy, and research

Leading Change in Complex OrganizationsThis program helps senior managers harness the leadership skills, political resources, and cultural

understandings needed to guide successful organizational change. The course utilizes a unique

analytical framework to address the change process from three perspectives—strategic, political, and

cultural. Each of these perspectives provides critical insights and tools that enable managers to avoid

the pitfalls associated with traditional approaches to change.

Who should attend: general managers and senior functional managers who coordinate diverse groups

in the organization, and also staff executives who manage training and education for the organization;

vice presidents of operations; directors of organizational development and corporate strategy; managers

of communications, business development, and human resources; and senior business engineers

Managing Technical Professionals and OrganizationsThis program explores a set of proven, practical, and innovative strategies for maximizing the contribution

of an organization’s technical resources, including project teams and individual contributors. It provides

key insights on how to retain technical staff, integrate technical professionals into the organization, build

more successful project teams, keep teams high-performing over time, and develop reward and incentive

systems for technical professionals.

Who should attend: executives who manage technical professionals, including CIOs; CTOs; vice

presidents and directors of research and development, engineering, and manufacturing; managers

of product development and systems information; and corporate strategists

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program details

2014

April 3–4

June 26–27

October 21–22

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Thomas Malone

(Faculty Director)

Program Rating: | 4.5

program details

2014

May 18–23

2015

May 17–22

5 Program Days

$8,900 (2014)

Cambridge, Massachusetts

Program Faculty: John Carroll, Roberto

Fernandez, Janice Klein, David Krackhardt,

John Sterman, Robert Thomas, John Van

Maanen (Faculty Director)

Program Rating: | 4.7

program details

2014

March 20–21

July 8–9

November 4–5

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Ralph Katz

(Faculty Director)

Program Rating: | 4.4

“This program aims to not only give you an understanding of why and how some aspects of management are now changing in fundamental ways, but also to inspire a strong desire to think imaginatively about new possibilities.”

Professor Thomas W. Malone Patrick J. McGovern (1959) Professor of Management Professor of Information Technology Founding Director of the MIT Center for Collective Intelligence

“It was one of the few programs that clearly understood the issues I am facing daily and suggested solutions.”

Irene Sutton Senior Director, Information Technology Medco Health Solutions, Inc. United States

NEW Maximizing Your Personal ProductivityPunching a clock doesn’t make sense for professionals whose value is measured in knowledge and

results rather than time spent on the job. This new course focuses on skills and techniques to boost

personal productivity including how to prioritize goals, align time allocation with those goals, and develop

techniques to deal with lower priority tasks. It also addresses how to complete important projects

efficiently, hold productive meetings with clear agendas and outcomes, and manage by delegation.

Who should attend: managers seeking to expand leadership roles; global professionals; young or

established companies; and for-profit or not-for-profit companies and governmental organizations

MIT Regional Entrepreneurship Acceleration Program (REAP)MIT Regional Entrepreneurship Acceleration Program (REAP) is a unique multi-year program for

cross-functional teams designed to help regions promote economic development and job creation by

implementing a more robust innovation-based entrepreneurial ecosystem. During the pilot program,

for example, cross-functional teams from Hangzhou (China), Finland, New Zealand, Veracruz (Mexico),

Scotland, Andalucía (Spain), and Turkey conducted an action project focused on assessing the current

state of entrepreneurship in their regions. As part of the program, participants attend two-and-a-half day

educational workshops twice a year for at least two years. On site, they are exposed to the theory and

practice of developing regional clusters of innovation-based entrepreneurship, and collaborate and learn

across different stakeholder groups by breaking down traditional boundaries and focusing on the common

purpose of regional economic development.

Who should attend: each region participating in REAP will assemble an initial cross-functional team of

five to seven members, representing five major stakeholders (Economic Development/Government,

Entrepreneurs, Risk Capital, Large Corporations, and Universities)

Negotiation for ExecutivesFrom fundamental principles to specific real-world examples, this program offers a holistic view of

negotiation as building relationships that are rooted in mutual trust and respect, and result in success at

the bargaining table. Participants learn to prioritize multiple issues to reach the most beneficial resolution

and to optimize both the economic and subjective value of negotiations. The course provides extensive

personalized feedback and teaches participants how to leverage their individual traits to achieve success

and build lasting relationships.

Who should attend: appropriate for participants whose responsibilities include contract negotiations,

supply-chain agreements, compensation issues, and securing funding for projects or departments.

Participants’ areas of expertise may include planning and development; operations management; strategic

partnerships; supply-chain agreements between companies; and recruitment and human resources.

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program details

2014

April 10–11

June 10–11

October 28–29

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Jared Curhan

(Faculty Director)

Program Rating: | 4.9

program details

2014–2016

February 26, 2014 – February 28, 2016

10 Program Days

$250,000 (covers tuition for two years for entire team of 5–7 participants)

2.5 days per workshop;

4 workshops total

Workshops, virtual mentoring, regional

projects, and online tools are blended in

a two-year program

Program Faculty: William Aulet, Fiona

Murray, Scott Stern (Faculty Director)

Program Rating: | 5.0

program details

2014

March 20–21

July 15–16

November 13–14

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Robert Pozen

(Faculty Director)

Program Rating: | 4.7

Faculty Spotlight Jared Curhan analyzes the psychology of

negotiation and conflict resolution. He has pioneered an approach to the

study of subjective value in negotiation. Curhan teaches in the Advanced

Management Program (AMP) and Negotiation for Executives.

Learn more at http://executive.mit.edu/curhan

Strategic Marketing for the Technical Executive This program provides a new perspective on the relationship between marketing and technology. It

helps participants leverage marketing concepts and research to better influence the outcomes of product

development and project management. Participants learn how to evaluate market attractiveness;

manage the tradeoff between risk and information in the product development process; think about

the design and management of distribution channels; and understand complex pricing decisions.

Who should attend: technical executives and key members of their staffs who are responsible for

project management, product design, research and development, engineering, IT, and manufacturing

Transforming Your Leadership Strategy As organizations move away from a “command and control” model to a more “cultivate and

coordinate” model, executives can no longer rely on old ways of thinking about leadership. This

course introduces participants to a new, research-based framework developed at MIT to help leaders

at every level drive innovation, maximize team performance, and succeed in today’s complex world

of fast-paced, dramatic change. The 4 Capabilities Leadership Framework (FCF) is a powerful tool for

understanding and integrating the four critical components of leadership—sense making, relating,

visioning, and inventing.

Who should attend: leaders and change agents from all levels of the organization in any industry;

CEOs; COOs; presidents; vice presidents of marketing and new venture development; chief

technologists; directors of research and development, engineering, manufacturing, and

information systems

Understanding and Solving Complex Business ProblemsThis program introduces participants to a new way of thinking about the cause and effect of decision-

making in complex organizations—departments, divisions, operating units, profit centers, whole

companies, or an entire industry. They learn how to use MIT’s unique, powerful, and integrative

system dynamics approach to assess problems that will not go away and to produce the results they

want. The class uses exercises, simulation models, and MIT’s “management flight simulators” to allow

participants to experience the long-term side-effects and impacts of decisions and to help them

understand the ways in which the organization’s performance is tied to structure and operating policies.

Who should attend: any executive in a decision-making role who is seeking new ideas about how to

solve difficult business problems; CEOs; COOs; CTOs; presidents; executive vice presidents and vice

presidents; senior project and product development managers; corporate planners and strategists

program details

2014

April 3–4

June 12–13

November 13–14

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Duncan Simester

(Faculty Director), Catherine Tucker

Program Rating: | 4.7

1 0

program details

2014

April 8–9

June 17–18

November 18–19

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Deborah Ancona

(Faculty Director)

Program Rating: | 4.3

program details

2014

March 11–12

June 24–25

November 6–7

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: J. Bradley Morrison,

John Sterman (Faculty Director)

Program Rating: | 4.6

“An exciting combination of strategic and tactical market-ing theory for technology-focused industries with practical examples that one can relate to day-to-day challenges. Engaging professor, great colleagues, and great experience.”

Michelle Munson President and Chief Executive OfficerAspera, Inc. United States

BUILDING, LEADING, AND SUSTAINING THE INNOVATIVE ORGANIZATION • CORPORATE STRATEGY • DEVELOPING AND MANAGING A SUC-CESSFUL TECHNOLOGY AND PRODUCT STRATEGY • DRIVING STRATEGIC INNOVATION TO DRIVING STRATEGIC INNOVATION: ACHIEVING HIGH PERFORMANCE THROUGHOUT THE VALUE CHAIN • DYNAMICS OF GLOBALIZATION • REINVENTING YOUR BUSINESS STRATEGY • REVITALIZING YOUR DIGITAL BUSINESS MODEL • STRATEGY IN A GLOBAL WORLD • UNDERSTANDING GLOBAL MARKETS: MACROECO-NOMICS FOR EXECUTIVES • BUILDING, LEADING, AND SUSTAINING THE INNOVATIVE ORGANIZATION • CORPORATE STRATEGY • DEVEL-OPING AND MANAGING A SUCCESSFUL TECHNOLOGY AND PRODUCT STRATEGY • DRIVING STRATEGIC INNOVATION TO DRIVING STRA-TEGIC INNOVATION: ACHIEVING HIGH PERFORMANCE THROUGHOUT THE VALUE CHAIN • DYNAMICS OF GLOBALIZATION • REINVENTING YOUR BUSINESS STRATEGY • REVITALIZING YOUR DIGITAL BUSINESS MODEL • STRATEGY IN A GLOBAL WORLD • UNDERSTANDING GLOBAL MARKETS: MACROECONOMICS FOR EXECUTIVES • BUILDING, LEADING, AND SUSTAINING THE INNOVATIVE ORGANIZATION • CORPORATE STRATEGY • DEVELOPING AND MANAGING A SUCCESSFUL TECHNOLOGY AND PRODUCT STRATEGY • DRIVING STRATEGIC INNOVATION TO DRIVING STRATEGIC INNOVATION: ACHIEVING HIGH PERFORMANCE THROUGHOUT THE VALUE CHAIN • DYNAMICS OF GLOBALIZATION • REINVENTING YOUR BUSINESS STRATEGY • REVITALIZING YOUR DIGITAL BUSINESS MODEL • STRATEGY IN A GLOBAL WORLD • UNDERSTANDING GLOBAL MARKETS: MACROECONOMICS FOR EXECUTIVES • BUILDING, LEADING, AND SUSTAINING THE INNOVATIVE ORGANIZATION • CORPORATE STRATEGY • DEVELOPING AND MANAGING A SUCCESSFUL TECHNOLOGY AND PRODUCT STRATEGY • DRIVING STRATEGIC INNOVATION TO DRIVING STRATEGIC INNOVATION: ACHIEVING HIGH PERFORMANCE THROUGHOUT THE VALUE CHAIN • DYNAMICS OF GLOBALIZATION • REINVENTING YOUR BUSINESS STRATEGY • REVITALIZING YOUR DIGITAL BUSI-NESS MODEL • STRATEGY IN A GLOBAL WORLD • UNDERSTANDING GLOBAL MARKETS: MACROECONOMICS FOR EXECUTIVES • BUILD-ING, LEADING, AND SUSTAINING THE INNOVATIVE ORGANIZATION • CORPORATE STRATEGY • DEVELOPING AND MANAGING A SUC-CESSFUL TECHNOLOGY AND PRODUCT STRATEGY • DRIVING STRATEGIC INNOVATION TO DRIVING STRATEGIC INNOVATION: ACHIEVING

STRATEGY AND INNOVATION Programs in this track focus on strategy and innovation as they relate to products, markets, and technology. They

introduce breakthrough concepts that help to identify, capture, and deliver on great ideas and successfully drive

innovation throughout the organization. Participants learn new strategic approaches and tools for managing products,

technology, and innovation, as well as for discovering new sources of profitability.

NEW Building Game-Changing Organizations: Aligning Purpose, Performance, and PeopleParticipants in this new program will discover what it takes to develop game-changing organizations that

make their companies world-class talent factories, as well as the importance of creating an authentic and

energizing culture in their companies. Game-changing organizations rewrite traditional playbooks and

follow breakaway business models along with a breakaway spirit and organizational culture. Leaders of

these organizations are hard-edged business leaders who embrace the “soft side” of leading—purpose,

vision, and climate—but know how to integrate the hard and soft sides of leadership into a powerful

formula that makes them game changers. These leaders are purpose driven and performance oriented—

capabilities that help them get and stay out in front.

Who should attend: upper to senior level managers responsible for or contributors to company strategy,

vision, and operational priorities; division, business unit, functional or geographic leadership team mem-

bers; human resources professionals in senior roles who are responsible for or contribute to enterprise-

wide change or capability building efforts

Building, Leading, and Sustaining the Innovative OrganizationThis course explores the elements of innovation and outlines the steps that need to be taken to imple-

ment and manage a culture of innovation. Structured around a four-part framework developed at MIT for

leading and organizing breakthrough innovation, the program helps participants better understand how

to develop sources of information on current and new technologies and consumer needs. Participants

also learn how to generate innovative ideas for new products and services and to make timely decisions

on choosing projects and implementing ideas with the most likelihood of success.

Who should attend: senior corporate and technical executives, including executive vice presidents;

vice presidents of marketing, product development, research and development, human resources,

and business development; CIOs; CTOs; and corporate strategists

2014

June 5–6

October 14–15

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Brian Halligan,

Douglas Ready (Faculty Director),

Donald Sull

Program Rating: New program;

rating not yet available.

“Inspiring program for anyone struggling with disruptive innovation.”

Dr. Robert Bianchini Senior Director and Scientific Leader Johnson & Johnson United States

program details

2014

March 13–14

June 12–13

October 23–24

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Ralph Katz,

Jay Paap, Eric von Hippel

(Faculty Director)

Program Rating: | 4.2

program details

11

2014

March 11–12

June 10–11

October 23–24

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Pierre Azoulay,

Ezra Zuckerman (Faculty Director)

Program Rating: | 4.3

Developing and Managing a Successful Technology and Product Strategy This intensive program details a unique and powerful approach to integrating business and

technology strategy and to developing profitable ventures and technologies. The course provides

a framework for understanding how technologies and markets evolve, how they are linked, how

technologies differ across markets, and what drives technology acceptance. Participants are

introduced to a set of tools to identify high-leverage projects, match products to market dynamics,

develop strategies to capture market value, and change organizational capabilities to reflect evolving

markets and technological dynamics.

Who should attend: senior general and technical executives involved in the development,

management, or marketing of technology and/or technology products, including CEOs; presidents;

COOs; CTOs; vice presidents of research and development, engineering, manufacturing, marketing,

and business development; and corporate strategists

Driving Strategic Innovation: Achieving High Performance Throughout the Value ChainThis joint program with the International Institute for Management Development (IMD) helps

business leaders successfully manage innovation from concept to commercialization. The program

knits together marketing, product development, technology assessment, value chain design,

project execution, and talent management in an end-to-end roadmap for achieving breakthrough

performance. Participants learn how to build organizational relationships that facilitate knowledge

transfer, both within the firm and across the value chain. Using a dynamic and integrative value chain

framework created at MIT, the workshop combines technology and innovation strategy with the tools

required for successful implementation.

Who should attend: senior executives and entrepreneurs who have significant input into the

technology, supply chain, and innovation strategy of their organizations; CEOs; COOs; CIOs; CTOs;

and directors of research and development. Participants should have the ability and perspective to

look up and down the value chain to appraise strategic technology options wherever they arise.

NEW Platform Strategy: Building and Thriving in a Vibrant EcosystemOver the past two decades, some of the most profitable and successful firms are those that have

adopted a digital platform model—a strategy whereby the company allows two or more disparate

groups to interact over a platform to co-create value. In today’s networked age, the cloud, social

media, and mobile devices are fueling this platform competition, and more and more companies want

in. In this new program, participants eager to develop or launch a digital platform approach will learn

why and how their business strategies may need to be revised to be successful. The course draws on

recent MIT Sloan research and lessons learned by companies that have grown out of the innovative

ecosystem around MIT. Participants will be exposed to strategic thinking and tools beyond what is

found in most traditional approaches to enterprise and product strategy.

Who should attend: leaders of corporate strategy and business development; leaders of product

and service development, innovation, marketing, and research and development; and leaders of

application development and content management

program details

2014

March 23–28

5 Program Days

CHF 11,500

Lausanne, Switzerland

2014

September 7–12

5 Program Days

$11,500

Cambridge, Massachusetts

Program Faculty: Charles Fine

(Faculty Co-Director), Bill Fischer

(Faculty Co-Director), Duncan

Simester, Eric von Hippel

Program Rating: | 4.7

program details

2014

June 23–24

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Pierre Azoulay,

Catherine Tucker

Program Rating: New program;

rating not yet available.

program details

1 2

Revitalizing Your Digital Business ModelThis program helps executives prepare their companies for the challenges of doing business digitally.

As the business world continues to digitize and grow in complexity, virtually every enterprise needs

a digital business model. A digital business model defines how to do business in a digital world by

engaging customers, redesigning work, and exploiting internal and external capabilities. At MIT Sloan,

we have created frameworks to help enterprises define and build powerful business models that will

enable organizations to compete in the global digital economy. This program illustrates the frameworks

with examples from successful companies such as Amazon, Apple, Commonwealth Bank of Australia,

LexisNexis, USAA, Procter & Gamble and others. The program includes a digital business model self-

assessment exercise and consulting group sessions to work on next steps.

Who should attend: CIOs; COOs, executive vice presidents; vice presidents of operations; senior

marketing and business development executives; senior project managers; IT leaders; innovation

officers; product development managers; corporate planners; strategists; and strategic planners

NEW Strategies for Sustainable BusinessThe issue of sustainability is one that affects all organizations and is no longer a niche for only “green”

businesses. This innovative program focuses not only on solving existing problems, but also on taking

a unique approach based on seizing new opportunities to develop strategies for greater long-term

economic, social, and environmental benefit. The program presents principles and tools that enable

participants to evaluate organizations on the multiple dimensions of sustainability and see the tensions

that can arise when trying to increase sustainability without negatively affecting others.

Who should attend: general managers in global businesses who want a basic understanding of

sustainability and opportunities for leadership and business value creation; NGO and government leaders

who want to understand a business-centered but cross-sectoral perspective on sustainability; innovators

for sustainability in private, public, NGO, and hybrid sectors who want to identify opportunities for

innovation and learn how to assess the impact of their innovations on global sustainability

2014

July 15–16

October 16–17

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Martin Mocker

(Faculty Director), Jeanne Ross,

Peter Weill, Stephanie Woerner

Program Rating: | 4.6

2014

March 31–April 2

July 7–9

3 Program Days

$3,900

Cambridge, Massachusetts

Program Faculty: Jason Jay,

Roberto Rigobon, John Sterman

(Faculty Director), Zeynep Ton

Program Rating: | 5.0

program details

program details

Faculty Spotlight Peter Weill explores the role, value, and

governance of IT in enterprises. He teaches in the Advanced Management

Program (AMP) and Revitalizing Your Digital Business Model.

Learn more at http://executive.mit.edu/weill

13

Strategy in a Global WorldThe global world is no longer simply a source of new markets; it is a source of innovation. Over the

last few decades, global integration has become a strategic imperative. To survive and prosper

today, companies must expand their focus beyond traditional views and develop a wider vision that

encompasses aspects of being a global organization. This program explores how to build lasting success

in a changing global marketplace and introduces concepts and frameworks used to understand the

relevance, challenge, and management of global integration in multinational corporations.

Who should attend: CEOs; COOs; presidents; executive vice presidents; vice presidents of marketing

and new venture development; heads of research and development, engineering, manufacturing,

and IS; entrepreneurs; corporate managers and strategists; senior managers with strategic planning

responsibility; venture capitalist managers; managers and entrepreneurs who manage multinational

corporations or companies with international clients

Understanding Global Markets: Macroeconomics for ExecutivesThis three-day program introduces participants to some of the most important concepts in

macroeconomics and international economics today. It is designed to help executives understand

and predict the medium-to-long-run performance of economies in order to mitigate risk, develop

growth plans, and make investment decisions, both locally and abroad. Participants will leave the

course with a better understanding of the global economic environment. This program will address

the dynamics of comparative advantage, sources of international conflict, and the varied responses

of economies to crisis, as well as a more in-depth look at comparative advantages and crises in

Europe and Asia (in addition to the U.S.).

Who should attend: C-level executives; general managers; business unit managers; vice presidents of

finance, operations, human resources, marketing, and sales; strategic planning managers; and consultants

2014

March 20–21

October 30–31

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Donald Lessard, José

Santos (Faculty Director)

Program Rating: | 4.4

program details

2014

March 17–19

June 2–4

October 27–29

3 Program Days

$3,900

Cambridge, Massachusetts

Program Faculty: Roberto Rigobon

(Faculty Director)

Program Rating: | 4.9

program details

“Every manager needs to understand that we are living in a global economy, and the game has changed. Understanding Global Markets provides the global perspective you need to continue to play.”

Dr. Mark W. Dundee National Practice Leader, Global ComplianceBuck Consultants, a Xerox Company United States

1 4

Developing a Leading Edge Operations Strategy This course offers unique, MIT-developed approaches to operations strategy that are based on best-

practice research conducted among the world’s leading companies. The program helps participants plan

the most efficient use of material resources and manage complicated global networks to optimize service and

quality. It offers an analytical view of operations and strategic insights into vertical integration, outsourcing,

supplier management, process technologies, capacity and risk management, and global networks.

Who should attend: senior managers from manufacturing and service industries who are responsible

for developing and executing operations strategy, including COOs; strategic planners; vice presidents of

business strategy, operations, supply chain management, and product development; general managers;

and project managers

Essential IT for Non-IT ExecutivesThis course is intended to help organizations develop a language shared by managers from various back-

grounds and areas of expertise, so they can work together efficiently and productively by understanding

and appreciating each other’s contribution to the overall success of the organization. The program is not

meant to make an IT specialist out of every manager, but to make every manager confident in resolving IT

issues and working with IT staff to make better decisions and to deliver better process change. Ultimately,

this course is about ways to design work processes that propel the company toward future success.

Who should attend: line managers and corporate strategists who want a better handle on their role in IT

oversight and management; nontechnical managers with IT responsibilities; IT managers seeking to gain

a better perspective on how to work productively with senior executives

DEVELOPING A LEADING EDGE OPERATIONS STRATEGY • IMPLEMENTING IMPROVEMENT STRATEGIES: PRACTICAL TOOLS AND METH-ODS • MANAGING COMPLEX TECHNICAL PROJECTS • SYSTEMATIC INNOVATION OF PRODUCTS, PROCESSES, AND SERVICES • STRATE-GIC COST ANALYSIS FOR MANAGERS • SUPPLY CHAIN STRATEGY AND MANAGEMENT • ESSENTIAL IT FOR NON-IT EXECUTIVES • DE-VELOPING A LEADING EDGE OPERATIONS STRATEGY • IMPLEMENTING IMPROVEMENT STRATEGIES: PRACTICAL TOOLS AND METHODS • MANAGING COMPLEX TECHNICAL PROJECTS • SYSTEMATIC INNOVATION OF PRODUCTS, PROCESSES, AND SERVICES • STRATEGIC COST ANALYSIS FOR MANAGERS • SUPPLY CHAIN STRATEGY AND MANAGEMENT • ESSENTIAL IT FOR NON-IT EXECUTIVES • DEVELOP-ING A LEADING EDGE OPERATIONS STRATEGY • IMPLEMENTING IMPROVEMENT STRATEGIES: PRACTICAL TOOLS AND METHODS • MAN-AGING COMPLEX TECHNICAL PROJECTS • SYSTEMATIC INNOVATION OF PRODUCTS, PROCESSES, AND SERVICES • STRATEGIC COST ANALYSIS FOR MANAGERS • SUPPLY CHAIN STRATEGY AND MANAGEMENT • ESSENTIAL IT FOR NON-IT EXECUTIVES • DEVELOPING A LEADING EDGE OPERATIONS STRATEGY • IMPLEMENTING IMPROVEMENT STRATEGIES: PRACTICAL TOOLS AND METHODS • MAN-AGING COMPLEX TECHNICAL PROJECTS • SYSTEMATIC INNOVATION OF PRODUCTS, PROCESSES, AND SERVICES • STRATEGIC COST ANALYSIS FOR MANAGERS • SUPPLY CHAIN STRATEGY AND MANAGEMENT • ESSENTIAL IT FOR NON-IT EXECUTIVES • DEVELOPING A LEADING EDGE OPERATIONS STRATEGY • IMPLEMENTING IMPROVEMENT STRATEGIES: PRACTICAL TOOLS AND METHODS • MANAGING COMPLEX TECHNICAL PROJECTS • SYSTEMATIC INNOVATION OF PRODUCTS, PROCESSES, AND SERVICES • STRATEGIC COST ANALYSIS FOR MANAGERS • SUPPLY CHAIN STRATEGY AND MANAGEMENT • ESSENTIAL IT FOR NON-IT EXECUTIVES • DEVELOPING A LEADING EDGE OPERATIONS STRATEGY • IMPLEMENTING IMPROVEMENT STRATEGIES: PRACTICAL TOOLS AND METHODS • MANAGING COM-PLEX TECHNICAL PROJECTS • SYSTEMATIC INNOVATION OF PRODUCTS, PROCESSES, AND SERVICES • STRATEGIC COST ANALYSIS FOR MANAGERS • SUPPLY CHAIN STRATEGY AND MANAGEMENT • ESSENTIAL IT FOR NON-IT EXECUTIVES • DEVELOPING A LEADING EDGE OPERATIONS STRATEGY • IMPLEMENTING IMPROVEMENT STRATEGIES: PRACTICAL TOOLS AND METHODS • MANAGING COMPLEX TECHNICAL PROJECTS • STRATEGIC COST ANALYSIS FOR MANAGERS • SUPPLY CHAIN STRATEGY AND MANAGEMENT • ESSENTIAL IT FOR NON-IT EXECUTIVES • DEVELOPING A LEADING EDGE OPERATIONS STRATEGY • IMPLEMENTING IMPROVEMENT STRATEGIES: PRACTICAL TOOLS AND METHODS • MANAGING COMPLEX PRODUCT DEVELOPMENT PROJECTS • PRODUCT DESIGN, DEVELOPMENT, AND MANAGEMENT • STRATEGIC COST ANALYSIS FOR MANAGERS • SUPPLY CHAIN STRATEGY AND MANAGEMENT • TRANSFORMING

TECHNOLOGY, OPERATIONS, AND VALUE CHAIN MANAGEMENT Programs in this track focus primarily on implementing innovative strategies by developing a strategic approach for using

technology and process optimization throughout an organization. Technology-based processes are so intrinsic to today’s

business environment that many people often don’t fully realize the level of technology involved in everyday company

operations and the unexpected ways that technology may be used. These programs offer nontechnical executives and

tech savvy managers an opportunity to learn to use the power of technology strategically to see, manage, and profit from

the significant ways in which rapidly evolving technology and global networks transform today’s businesses.

2014

April 8–9

June 17–18

November 4–5

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Vivek Farias,

Charles Fine (Faculty Director),

Donald Rosenfield, Zeynep Ton

Program Rating: | 4.3

program details

2014

March 25–26

November 13–14

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Court Chilton,

Jeanne Ross, George Westerman

(Faculty Director), Barbara Wixom

Program Rating: | 4.6

program details

“Ever feel that IT is like a black hole in your organization? You put all this time and effort and money into it, but very little escapes in terms of value? This program will help you get a handle on the problem.”

George Westerman Program Director Research Scientist MIT Center for Digital Business

Faculty Spotlight Zeynep Ton studies how organizations design and manage

their operations to the satisfaction of employees, customers, and investors. She

teaches in the Advanced Management Program (AMP), Developing a Leading

Edge Operations Strategy, and Strategies for Sustainable Business.

Learn more at http://executive.mit.edu/ton

15

program detailsFuture of ManufacturingThis two-day advanced program will analyze the current state of the manufacturing sector, identify

important trends that affect manufacturing, and develop a framework that companies can use to

evaluate their supply chain in order to reduce risk and improve market competitiveness. Recently there

has been discussion about the need for manufacturing companies to reexamine the structure of their

global supply chains. In parallel, a growing number of global companies are moving some production

operations back to the U.S. from overseas. This course will enable participants to better understand the

impact of these changes, as well the impact of technology on manufacturing decisions, talent, and R&D.

Who should attend: CEOs; CFOs; CPOs; corporate chief strategy officers; chief supply chain officers;

vice presidents of manufacturing, product development, and supply chain management; IT managers;

strategic planners; senior supply chain managers; project managers from firms involved in manufacture

and distribution of products; executives engaged in strategic partnering, as well as financial service

companies and retailers who would like to control more of the supply chain

Implementing Improvement Strategies: Practical Tools and MethodsThe main purpose of this program is two-fold: one is to help executives understand how continuous

improvement strategies, sustained over a long period of time, affect core business metrics and

contribute to the success of the organization; and the other is how to change the way managers see

work and their own roles as leaders in the culture of improvement. This course equips managers with

a fundamental understanding of how the work design needs to be changed in order to deliver tangible

business benefits.

Who should attend: executives, senior managers, and leaders from all industries and in all

management functions

Managing Complex Technical ProjectsThis advanced project management course offers new ways of thinking to help managers modernize

and improve their processes to make better products, faster. MIT’s innovative new solution, based

on the design structure matrix (DSM), is devised to streamline complex projects by developing

detailed models to understand the intricate interactions and iterative nature of design. The seminar

enables participants to reduce the complexity involved in large projects by restructuring development

procedures and manage large projects in a way that produces small-team results.

Who should attend: senior managers involved in complex product development and project

management and others responsible for improving design and development procedures; vice presidents

of engineering, manufacturing, and technology; directors of project management; managers of product

and business development, engineering, and research and development; project leaders; chief product

design and process development engineers; technology strategists

2014

March 6–7

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Charles Fine,

Neil Gershenfeld, David Simchi-Levi

(Faculty Director), Shuguang Zhang

Program Rating: | 4.1

program details

program details

2014

April 1–2

July 10–11

November 20–21

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Don Kieffer,

Nelson Repenning (Faculty Director)

Program Rating: | 4.7

program details

2014

June 12–13

November 11–12

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Steven Eppinger

(Faculty Director)

Program Rating: | 4.3

“Excellent, high quality course with great tools and examples for making operational strategy decisions.”

Timothy Stonis General Manager Cardolite Corporation United States

1 6

Strategic Cost Analysis for ManagersIn this course, participants learn to analyze the performance of projects and even of entire departments

and divisions from a financial perspective. They gain a deeper understanding of how resources are

allocated throughout an organization, and how to leverage cost analysis to position a particular project

or department most advantageously, while having the numbers to support the position. The program

is drawn from our popular and highly rated MBA courses on financial and managerial accounting.

Who should attend: senior managers from a wide range of consumer and business-to-business

industries, including those from engineering, manufacturing, IT, and technology departments; division

and department heads; directors of project management, product and business development, and

research and development; chief project engineers; product design and process development engineers

Supply Chain Strategy and ManagementThis course presents innovative strategies and best practices for improving supply chain performance.

It introduces a unique MIT framework, using the concept of technology clockspeed, for strategically

managing supply chains in today’s rapidly changing markets. Participants learn how to optimize supply

chain performance through supply chain integration, technology sourcing, make-buy decisions, strategic

partnering and outsourcing, and IT and decision-support systems.

Who should attend: senior managers responsible for the general business and strategic management

of product supply and development, including vice presidents and directors of manufacturing, product

development, transportation, logistics, inventory, and purchasing; general managers; strategic planners;

supply chain managers; and project managers

Systematic Innovation of Products, Processes, and ServicesThis five-day program blends the perspectives of marketing, design, and engineering into a systematic

approach to delivering innovation, presenting methods that can be put into immediate practice for

your own development projects. The goal of this program is to help participants become systematic

about innovation in order to create value for their businesses and their customers. To achieve this goal,

participants discuss the complete product or service life cycle, from business strategy and technology

roadmapping, to customer and market analysis, to implementation and pricing. The program will address

how to lead innovation processes in today’s globally connected market and how to build a business

process which creates lasting value.

Who should attend: people who have responsibility for creating and marketing new products, new

business processes, and new services; vice presidents of product and service management, product

planning; directors of technology, process engineering, product and service marketing and development,

design, product engineering, industrial design, process quality; managers of engineering, development,

innovation, and business development

2014

April 3–4

June 26–27

November 18–19

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Jacob Cohen,

Michelle Hanlon, Scott Keating,

Christopher Noe, Joseph Weber

(Faculty Director)

Program Rating: | 4.4

program details

2014

April 10–11

June 19–20

November 6–7

2 Program Days

$3,300

Cambridge, Massachusetts

Program Faculty: Charles Fine

(Faculty Director), David Simchi-Levi

Program Rating: | 4.3

program details

2014

November 3–7

5 Program Days

$8,300

Cambridge, Massachusetts

Program Faculty: Pierre Azoulay,

Steven Eppinger (Faculty Director),

Ray Reagans, Catherine Tucker

Program Rating: | 4.7

program details

“Excellent program with high-quality faculty and innovative, leading-edge discussions and models.”

Sonia Maher Supply Operations Manager Cisco Systems, Inc. United States

17

Located on the banks of the Charles River in the heart of vibrant Kendall Square in Cambridge,

Massachusetts, MIT Sloan School of Management has much to offer its visitors. Surrounded by

renowned global corporations like Akamai Technologies, Biogen Idec, Genzyme, Google, Microsoft,

Novartis, and VMWare, the area is the location for numerous tech and biotech companies, as well

as other innovative business ventures.

In addition to the MIT campus, Kendall Square includes world-class office and laboratory space,

modern residential housing, an impressive array of restaurants, and retail shopping linked by

two-and-a-half acres of landscaped open space. A mecca of dynamic innovation, Kendall Square

is home to the Entrepreneur Walk of Fame, established by MIT to honor entrepreneurs who took a

risk with an idea, launched it, and turned that idea into a successful venture.

Visitors will find the Massachusetts Bay Transportation Authority (MBTA, a.k.a. “the T”) subway

nearby. It is a quick ride across the river to Boston where visitors can enjoy a plethora of activities

including world-class theater, musical performances, museums, and historical sites such as the

Boston Common and Faneuil Hall Marketplace.

The three certificate tracks are:

MIT Sloan Fellows Program in Innovation and Global Leadership

This full-time, year-long, immersive program enrolls

approximately 100 mid-career executives from more than

two dozen nations. During this transformational year, a global

network of colleagues is built from for-profit and non-profit

multinational organizations, entrepreneurial endeavors, and

governing bodies.

Learn more about the MIT Sloan Fellows Program at:

http://mitsloan.mit.edu/fellows or call 617-253-8600.

MIT Executive MBA

This rigorous, 20-month, executive schedule MBA builds on

MIT Sloan’s history of distinguished MBA programs and mid-

career education. The classroom-based program is designed

for active business leaders, usually with a decade or more of

work experience, who seek to increase their capabilities and

impact on their organization and the world.

Learn more about the MIT Executive MBA at:

http://mitsloan.mit.edu/executivemba

or call 617-253-5033.

looking for a degree program at mit?

Kendall Squarewhere innovation and education meet

18

To meet the various needs of all types of organizations, MIT Sloan offers both custom and open enrollment options.

Custom ProgramsOur custom programs are partnerships with some of the

world’s most influential organizations, intended to enable

companies to drive revolutionary change, take advantage of

opportunities, and master their toughest challenges through

innovation. While each MIT Sloan custom engagement

is developed individually, they all are powered by three

essential engines: dynamic partnerships, rigorous

concepts and frameworks, and learning in action.

Why Embark on an MIT Sloan Custom Program Experience?

The need for companies to learn, adapt, innovate, and change

has never been greater. Corporations are struggling with the

challenges of globalization, growth, new markets, innovation,

and sustainability. In trying to address these issues, they are not

sure where to turn for help. Because of the scope and complexity

of these issues, conventional solutions might not be the answer.

Sometimes, nothing short of a revolutionary change is needed to

effect the necessary transformation.

Learning in ActionThe fundamental nature of MIT’s relationship with industry is

inscribed in our motto—Mens et Manus, mind and hand, knowledge

and its practical application. This core principle drives everything

MIT Sloan does, and its executive programs are no exception. In the

custom programs, MIT Sloan employs a variety of approaches that

closely examine immediate company issues, create an engaging

learning experience, and lead to real outcomes for the company.

The Custom Process: A New Perspective MIT Sloan approaches each custom engagement as a long-term,

mutually productive relationship with companies that are interested

in making fundamental, strategic changes in the way they do

business. The benefits of this partnership:

• A dramatic evolution in perspectives

• An opportunity to discover new approaches to solving problems

• An ability to analyze new challenges

• A roadmap to embracing new ways to conduct business

As part of the custom process, MIT Sloan develops a unique

program that maps to an organization’s specific challenges and

employs core approaches that examine critical issues. Each

program incorporates rigorous concepts and frameworks and

unique learning-in-action methodologies—while exploring how

to combine vital business skills and technical knowledge with

innovative leadership training. This collaboration creates a dynamic

learning experience that leads to significant, real-world results.

Getting Started As a first step, the organization’s top executives meet with a team of MIT Sloan’s senior faculty. Next, the organization shares its own

imperatives, culture, and purpose, and partners with MIT Sloan to tailor a program that addresses its key challenges. Programs can last two

days, three months, or an entire year—whatever is needed to achieve the agreed upon objectives.

Custom Programs & Open Enrollment Courses

PROGRAMS FOR ORGANIZATIONS

19

20

MIT Sloan Custom Programs: High-Yield Benefits

MIT Sloan offers companies a powerful and unique integration of knowledge and resources, as well as:

• Access to the world’s leading experts

• Cutting-edge frameworks, tools,

concepts, and opportunities that

turn innovation into practice

• Inspired collaborations that deliver

key insights and offer new ways of

thinking about complex issues

• Interdisciplinary approaches

that integrate management with

technology and science to meet

organizational challenges

• Methodologies that increase the

depth and breadth of learning,

yielding real-world results

• A dedicated team that supports the

program from inception through

design to delivery

• Transformational results—executives

who think strategically and lead

collaboratively, with expanded

perspectives, increased confidence,

and a higher level of skill

Open Enrollment CoursesIn addition to custom programs, organizations can also send teams to any open

enrollment course. MIT Sloan offers a variety of more than 30 two-day and longer

programs to choose from.

Team Discounts• Organizations sending three or more participants to any one of our open enrollment programs

are eligible for a 15 percent discount. We hope that our team discount encourages companies

to send teams of employees to attend a program together, enabling them to develop a shared

language and common understanding of the program concepts and tools. Together they can

apply their learning with greater impact in their organizations.

• Organizations sending at least 10 individuals in a given year to our various open enrollment

programs may qualify for discounted pricing.

Multiple Program Registration Discount• Individuals registering at one time for more than one program receive 15 percent off each

additional program. All program registrations must be submitted via a single application form.

For more information on open enrollment programs, please visit:

http://executive.mit.edu/openenrollment or contact sloanexeced@mit.edu

Is an MIT Sloan Custom Program the Right Choice?How do you know if a custom engagement with MIT Sloan is appropriate for your organization?

Our most successful corporate partnerships are built on aligned goals and shared dedication.

If you are looking for a meaningful, lasting relationship that will bring real, actionable results to

your company, please consider the following questions:

Is there a particular challenge to solve?

While each program is built from the ground up with every new partner, the material is

reflective of MIT Sloan faculty’s expertise and areas of research. Knowing the specific challenge

that needs to be addressed assures that the right faculty will be involved from the start and the

program material will be based on the most current research relevant to the situation.

Could this challenge be addressed efficiently in small teams?

MIT Sloan integrates action learning projects into most of its programs. Can the organization’s

situation be examined sufficiently during the five days a custom program generally requires?

Does the organization have an ideal timeframe for the program?

Custom programs are led by MIT’s most senior faculty, all of whom are world renowned

researchers and widely sought after speakers and consultants. An approximate timetable will

help ensure the program will be timely and efficient.

Who will serve as the executive sponsor?

Each custom program is a collaboration, requiring considerable commitment from both sides.

In its experience with past and current corporate partners, MIT Sloan has found that dedicated,

senior-level leadership involvement throughout the program is essential to ensuring its success.

For more information about developing a custom program, please visit:

http://executive.mit.edu/customprograms or contact execed_custom@mit.edu

VISIT OUR WEBSITE For more details on individual programs and MIT Sloan

Executive Education:

http://executive.mit.edu

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PROGRAM FINDER TOOL Find your program with our new Program Finder tool:

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CREATE OR LOGIN TO YOUR ACCOUNT Check your certificate status, add reviews, and apply to

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please feel free to send us an email:

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FIND ANSWERS TO FREQUENTLY ASKED QUESTIONS

Open enrollment courses:

http://executive.mit.edu/openenrollment/faq

Executive Certificates:

http://executive.mit.edu/executivecertificates/faq

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NEW PROGRAM INFORMATION Learn about new programs that are going to be offered:

http://executive.mit.edu/new

Next Steps

Apply Online

Enroll in our upcoming courses

and Executive Certificate

tracks via our secure online

application form at:

http://executive.mit.edu/enroll

Register for more than one

course and take advantage

of our multiple program

registration discount at:

http://executive.mit.edu/multireg

2 1

“It’s been six years since I completed my MBA, and almost five years since I started my own company that develops expert healthcare systems and solutions. Hard work on the floor kept distracting me from staying up to date with the latest trends in business. I found it intriguing when MIT Sloan announced that they had started applying scientific theories to business management. I found the programs consistently to have good substance, especially with fresh and relevant research data. It was a fun self-update process where I found substantive applications to my work.”Görsev Pristine Chief Executive OfficerMedisolveCanada

Executive Certificate in Management and Leadership

“The learning gained through participation in the MIT Strategy and Innovation programs has been invaluable to me in developing and implementing new processes within my organizations. I’ve also benefited from the networking with professionals in other businesses and in other parts of the world.”Marian Herz Marketing Director Americas Industrial DivisionFiberweb USA

Executive Certificate in Strategy and Innovation

Entrepreneurship Development Program

Daniel Vicente Tobar: It has been a really intense experience and requires a lot of hard work and energy. The payback,

however, is extremely rewarding in terms of learning experience, team work, and networking opportunities.

Overall: | Application: | Content: | Experience:

Date Attended: Jan 27, 2013 | Date Reviewed: Feb 4, 2013 at 4:31 am

Understanding Global Markets: Macroeconomics for Executives

Robert Laurin: What a great course! Macroeconomics explained simply and effectively by a very dynamic teacher. I

still talk about the subject with everyone whenever I can, even after a month of following the program. This is more

than a course; it’s an experience.

Overall: | Application: | Content: | Experience:

Date Attended: Mar 19, 2013 | Date Reviewed: Apr 9, 2013 4:22 pm

Read What MIT Sloan Executive Education Certificate Holders Have to SayLearn more about Executive Certificates on pages 3–4 or visit: http://executive.mit.edu/executivecertificates

Program Ratings and ReviewsMIT Sloan School of Management is the first among top business schools to offer user ratings and reviews of our executive education

programs to help participants choose a program that best suits their business education goals. Like most other schools, MIT Sloan

privately collects real-time feedback that is used to fine tune and improve future programs. What’s unique, however, is that participants

are asked to reflect on the program experience and what they learned; how they are applying it back at work; and to share this feedback

publicly—in their own words—through the ratings and reviews system. More reviews can be found on each program webpage.

“The strategic and operational insight acquired at MIT has proved very valuable to meeting the challenges of a start-up business, especially in today’s current market scenario … The sharing of ideas among participants from different cultures, expertise, and backgrounds provided an excellent learning experience. The MIT faculty is a remarkable source of strategic innovation and operations strategy. The insights gained are extremely important for dealing with risks and opportunities in today’s very volatile and competitive environment.”Amilcar Melendez President/OwnerS.G. Industrial Food ServicesBrazil

Executive Certificate in Technology, Operations, and Value Chain Management

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All program dates and faculty are subject to change. Please visit http://executive.mit.edu for the most current information.

* Formerly Advanced Certificate for Senior Executives (ACSE)

For more information, visit:http://executive.mit.edu

Massachusetts Institute of TechnologyMIT Sloan School of ManagementOffice of Executive EducationOne Charles Park, 4th FloorEE20Cambridge, MA 02142 U.S.

Phone: +1 617-253-7166Fax: +1 617-253-6773Email: sloanexeced@mit.edu

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